Collaboration 2.0

Real world collaboration strategies and tactics for enterprises.

Oliver Marks

With extensive senior management practical experience, Oliver consults with companies on international digital transformation strategy. Oliver previously ran HP's Global Digital Enterprise Transformation team, managed the Sony PlayStation 'WorldWide Studios' collaboration and workflow environment and has worked with the American Management Association, Sun, Docent/SumTotal Systems, Harvard Business School and McKinsey & Company on major initiatives around knowledge transfer and change management.
Oliver has dual US/UK citizenship, speaks at various conferences and on the occasional webinar. He is based in San Francisco. His personal site is www.olivermarks.com.

Knowledge speaks, but wisdom listens: the trend of the loudest voices parading knowledge online and dominating conversations is slowly maturing as people realize that too much online publishing means those voices aren't doing much else...

Being active on social networks and demonstrating your subject matter expertise will help make you visible in modern recruiting apps like Jobvite, which are rapidly gaining traction in forward thinking companies

Cloud thinking is everywhere this spring with diminishing fear factor and business advantages being seriously considered. As this new era of enterprise technology gains momentum, fluffy conceptualizing needs to be replaced with more pragmatic thinking if challenger momentum is to gain weight and heft

Who's going to be the primary technology 'parents' and who will be the 'children' in order to solve the fragmentation and information filtering issues that are plaguing efficiency in many larger firms? More importantly, who is going to be responsible for this important task?

Recognizing who has created ideas and concepts, and who has done the relatively unglamorous work of achieving success with detail work is instrumental to the success of enduring confidence in collaborative work

There's plenty of great online and mobile technology available across a wide range of price points for small & medium businesses right up to global enterprises, but none of them will be of much use without successfully motivating your prospective participants to start interacting through these channels

Designing quality business strategy that realizes the power of modern technologies requires alignment with traditional business values; the siren song of projected futurism can look embarrassingly naive in hindsight

Collective business collaboration is very different to our individual digital interaction choices: how do we leverage past generations of training technologies to align with new opportunities to define and formalize the best ways to work together, and which CxO group should be responsible for this, or should this be a cross enterprise initiative?